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...CHAPTER 13 – STRUCTURE OF THE SUPPLY CHAIN
AIMS OF THE CHAPTER
Products move through a series of operations in their process. This movement usually includes a physical flow of goods, and then we refer to the flow of materials through a supply chain. This chapter introduces the concept of logistics – or supply chain management – which is responsible for this flow. The chapter looks at the broad area of design, emphasising the number of points on the supply chain, the best locations for these, and the relationships between them.
The aim of the chapter is to introduce the concept of supply chain management. More specific aims are to:
• Explain the role of logistics – or supply chain management
Logistics – which is equivalently known as supply chain management and sometimes physical distribution – is responsible for all the physical movement of materials. This includes movement into the process from suppliers, through operations, and then out of the process to customers. It is difficult to think of any business activity that does not depend, to some extent on logistics supplying required materials. Activities generally included in logistics are procurement, inward transport, receiving, warehousing, stock control, order picking, material handling, distribution, recycling, returns and waste disposal, location and associated communications.
• Appreciate the role and importance of supply chains
A supply chain consists of the series of activities and......

...I
LAUNCHING CPFR AT TEXAN FOODS:
IMPROVING INVENTORY REPLENISHMENT WITH COLLABORATIVE ACTIVITIES AND
TECHNOLOGIES
Introduction
Angela Preston sank back into the cushy leather chair in the Captain’s Club at LAX, and
rubbed her eyes. She and her supervisor, Gordon Ross, had flown halfway across the country
to Fresno to meet with representatives from a key supplier, Valley Bakers, to review the
outcomes of their 180-day CPFR pilot program. When her drink arrived she hardly touched it,except to stir it nervously, until Gordon returned from the ticket counter. When she had agreedto accept the promotion to Category Director last year, she had no idea that the pressures ofthis job would be so enduring. The last six months had seemed like one long, dull headache.
Since the initiation of the CPFR pilot program, it seemed that Valley, their supplier, had been
making all the demands in this relationship. Wasn’t the customer supposed to be the one who
was always right?
Gordon eased into the chair next to her and immediately noticed the weary, pained look
on her face. As Vice President of Supply Chain Operations for Texan Foods for the last 9
years, he had learned a lot about dealing with employee and customer frustrations. The CPFR pilot with Valley had tested his resolve as well. Valley’s CPFR team was unhappy with the small performance gains – and the occasional significant losses – that the program had delivered for the 34 SKUs that had been included in the...

... Then
we also go ahead and recommend the best alternative according to us and discuss the reasons
behind it. Alternatives with their pros and cons: -
1) Keep its existing supply chain
a) Advantages: No major changes and additional costs involved.
b) Disadvantages: Ford’s IT will eventually become obsolete.
2) Form a mix of online and offline operations and lay procedures to enable customization and
ordering by customers over the internet but maintain physical dealerships as well.
a) Advantages: Customization to clients, start of vertical integration,
b) Disadvantages: Costly, time consuming, requires internal and external changes which
are not easy to handle and integrate with other operations.
Team 4 Critique 4
3) Create a virtually integrated supply chain based on Dell's model. Ford and all its suppliers
would share information between their systems and the Internet to coordinate the flow of
materials and production. All customer orders would be taken either via Ford's web site or
by phone and then built. A pull system would be implemented completely.
a) Advantages: Customization to clients, start of vertical integration in the supply chain.
b) Disadvantages: Ford's traditional processes and production methods would have to be
changed to take advantage of this new form of supply-chain management. Since it is a
very costly and time consuming activity, the difference in the two industries makes it a
risky option.
After more careful examination and review......

...Protection Agency
Solid Waste and Emergency Response (5302W)
Policy, Economics & Innovation (1807T)
EPA100-R-03-005 October 2003 www.epa.gov/ innovation/lean.htm
Lean Manufacturing and the Environment:
Research on Advanced Manufacturing Systems and the Environment and Recommendations for Leveraging Better Environmental Performance
ACKNOWLEDGMENTS This report was prepared for the U.S. Environmental Protection Agency's Office of Solid Waste and Emergency Response (OSWER) and Office of Policy, Economics, and Innovation (OPEI). Ross & Associates Environmental Consulting, Ltd. prepared this report for U.S. EPA under contract to Industrial Economics, Inc. (U.S. EPA Contract # 68-D9-9018).
DISCLAIMER The observations articulated in this report and its appendices represent Ross & Associates’ interpretation of the research, case study information, and interviews with lean experts and do not necessarily represent the opinions of the organizations or lean experts interviewed or researched as part of this effort. U.S. Environmental Protection Agency (EPA) representatives have reviewed and approved this report, but this does not necessarily constitute EPA endorsement of the observations or recommendations presented in this report.
Lean Manufacturing and the Environment:
Research on Advanced Manufacturing Systems and the Environment and Recommendations for Leveraging Better Environmental Performance Table of Contents
Executive Summary . . . . . . . . . . . . . .......

...Logistical Strategies within the Supply Chain
La’Trice L. Watson
American Military University
Abstract
Logisticians continually make strategic level decisions in order to manage uncertainty, customer service and cost. Clients such as manufacturers, raw materials suppliers, distributors, retailers and shippers are provided a service by logistic service providers within the supply chain which makes it necessary to formulate strategies (Davenport, Jarvenpa, & Beers, 1996). Logistics is a part of the supply chain, which plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, services, and related information between the point of origin and the point of consumption to meet the clients’ needs (Butterworth-Heinemann, 2004). A number of logistical strategies exist from company to company, each claiming to be more efficient, faster, and better than their competitors. Any logistical strategy should contain some common components that supports the company’s overall logistics strategy (Waters, 2003). An effective strategy can be established for any logistical situation utilizing these four components: Agile logistics, lean management, a good relationship with vendors and effective technology systems.
Logistical Strategies within the Supply Chain
Because supply chain strategy depends on the type of supply chain a company uses, the type of functional strategies chosen should complement the type......

...FUTURE
Chapter 16—SUPPLY CHAIN PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE
For those for whom integration is not happening, the future is bleak and getting darker.[i]
There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii]
LEARNING OBJECTIVES
After completing this chapter, you should be able to:
• Discuss and compare internal and external process integration.
• Discuss the requirements for achieving process integration.
• Describe the barriers to internal and external process integration, and what can be done to overcome them.
• Understand the importance of performance measurements in achieving internal and external process integration.
• Understand why it is important to align supply chain strategies with internal process strategies.
• List and describe the eight key supply chain processes, and how trading partners integrate these processes.
• Discuss a number of the latest trends in the areas of process management and process integration.
CHAPTER OUTLINE
Introduction
Achieving Internal Process Integration
Extending Integration to Supply Chain Trading Partners
A Look at Trends and Developments in Integration and Process Management
PROCESS MANAGEMENT IN ACTION—An Interview with Zack Noshirwani, Vice President of Integrated Supply Chain for Raytheon
......

...- 19, 2010, Hong Kong
Supply Chain Integration:
Definition and Challenges
Hussain A.H Awad, Mohammad Othman Nassar
Abstract—Ever Since the Council of Supply Chain Management Professionals (CSCMP) Defined Supply Chain Management and the Council of Logistics Management (CLM) adopted the definition of logistics in 1984, the integration of a supply chain processes or activities became obligatory definition. Many firms have extended their chain from upstream and downstream to include other vendors, agents of vendor, and customers. These firms have successfully implemented the concept of supply chain integration with spectacular results after they recognize and manage the integration challenges of supply chain. This research is a humble scientific attempt to shed more on the challenges and the obstacles that those companies faced during their success journey stand behind finding integration in their supply chain. By reviewing the available literature about the supply chain integration challenges we didn’t find a single source able to present all these challenges that may face the organization during its implementation of supply chain integration. The main contributions for this paper are integrating all the of supply chain integration challenges in one source. These contributions will be very helpful for the organizations that establish the integration in their supply chain Index Terms— Supply chain integration, Challenges of supply chain integration.
I. INTRODUCTION To......

...A. Supply Chain Strategy
There are three main types of supply chain strategies vertical integration, Keiretsu networks and virtual companies.
Vertical integration develops the ability to produce goods and services previously purchased or to actually buy a supplier or distributor it can be forward or backward integration. Backward integration suggests a firm purchase its suppliers. Forward integration in the other hand, on the other hand, suggests that a manufacturer of components make the finished product.
Vertical integration may provide opportunities for cost reduction, quality adherence and timely delivery. “Doing everything” is extremely difficult, risky and costly. It is not recommended for this group even though the talent is available. Lets first analyze the other strategies.
Keiretsu networks are part collaboration, part purchasing from a few suppliers. The manufacturers are of then financial supporters through ownership or loans. The supplier becomes part of the company coalition known as keiretsu. Members of the keiretsu can also have suppliers farther down the chain, making even second and third-tier supplier’s part of the coalition.
Even though this strategy is less risky it is one that the management is not accustomed to and there is still another strategy we haven’t discussed. The investors have the team and the managerial experience but do not have experience managing the type and scope of operation that requires manufacturing and supply......

...Riordan Manufacturing Supply Chain Evaluation
ISCOM/476
Riordan Supply Chain Evaluation
The management team at Riordan has completed a high-level strategic business initiative to improve its supply chain as a competitive advantage to ensure customer satisfaction. After extensive market and financial analysis a decision to create a new line of plastic perfume bottles has been proposed. The following executive summary outlines the business model implementation plan needed to introduce the new product line.
Customer Value
Supply Chain Management is about the delivery of a product to a customer in a timely manner regardless of its location of the globe. Providing the right component, the correct quantity ordered, and at the right price is what customers value the most. To enhance customer value and satisfaction a customer relationship integration team should exist and bring together each facility, its services, and its employees into the CRM process. Integrating the available information of an organization allows employees to have immediate access that may be crucial to a customer’s delivery. Customers value the open visibility of their supplier to track any material that has been shipped.
Strategic Goals, Core Competencies, and Competitive Advantage
Riordan’s strategic goals and objectives are to leverage its successful supply chain to integrate easily the production and distribution of the new bottle line. Riordan has the relevant experience and......

...2009
Who profits from innovation in global value chains?: a study of the iPod and notebook PCs
Jason Dedrick, Kenneth L. Kraemer and Greg Linden
This article analyzes the distribution of financial value from innovation in the global supply chains of iPods and notebook computers. We find that Apple has captured a great deal of value from the innovation embodied in the iPod, while notebook makers capture a more modest share of the value from PC innovation. In order to understand these differences, we employ concepts from theories of innovation and industrial organization, finding significant roles for industry evolution, complementary assets, appropriability, system integration, and bargaining power.
Downloaded from icc.oxfordjournals.org at University of Dhaka on June 19, 2011
1. Introduction
The power of innovation to reward pioneers with exceptional profits is well known. Yet, as recognized in various strains of the business strategy literature, the value generated from the innovation is generally shared by the innovator with some combination of component suppliers, intellectual property owners, providers of complementary products and services, competitors, and consumers. This is all the more true as firms focus on a set of core activities and rely on a network of allies and suppliers to help them create and produce innovative products. In such innovation networks, a key question for managers and students of firm strategy is who captures the most value from......

...Supply Chain Strategy, Riordan Industries
All over the world; supply chain is upgrading or adapting to new technology that encompasses companies. This paper explains the Supply Chain Management strategy to the new hires in Hangzhou, China. Supply chain management theory can help Riordan Manufacturing as to how each function in the supply chain connects to meet efficiency. By using a competitive strategy Riordan Manufacturing plans to “go green”. Riordan’s mission relating to customer fulfillment is “strive to be a solution provider for our customers and not be a part of our customer’s challenges” (Apollo Group Inc., (2005, 2006, and 2012)). As a new hire use process thinging to look for how to improve business practices within Riordan Manufacturing, and to enhance, or improve, the way tasks are done.
Supply Chain Management Theory
Riordan Industries supply chain management theory starts from the top and flows down to each employee working for the company. Supply chain theory has garnered recognition as an important “integration to increased value across the whole of the supply chain” (Janvier & Assey, 2012). As an employee the company values the employees input on every level. Riordan believes that in today’s global market each firm is linked in a networked supply chain. Hangzhou China is Riordan’s first offshore venture. Adapting supply chain technology and strategic planning on a global scale will test each employee’s willingness to learn new processes in......